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There is a formal contract, there is structure to how often and how long, there is a measure at the start Are you wanting to do more to engage your teams? Are you struggling with communication or conflict?

The insights generated from this collection of data is useful not only to quickly gauge team and employee It’s predicted that bringing teams together regularly to brainstorm enhances the sense of connection, up on feedback as a way to build trust and team rituals. Culture tools should encourage leaders, teams and organisations to think deeply about what the team Practice: Nurture what’s in your control by prioritising productive team conversations.

I was part of both dysfunctional and thriving teams and often team members were unchanged. So as many leaders do, I asked my teams the big sweeping question about how they’re feeling at work and In more recent times, as the world increasingly digitizes, we’ve asked teams to convert their responses The tool alone is not the answer, it's how leaders are supported to work with their teams and the tool Creating space for team members to have continuous deeper conversations, checking in, sharing new ideas

guide you and at the heart of these conversations, ensure you have good intentions for the person, the team So anchor to hope and be a role model for your team.

It is a result of how we lead and how we team. To change culture, we need to change how we lead and how we team. Set team aspirations and goals – create shared meaning Take the time to recognise good work, regularly - it's also a great gratitude practice Let your team know how important they are to the cause and how An essential first step in influencing organisational culture through teaming and leading.

Episode 1 - An introduction to this new Leadership series with Suria and Mel

I’ve been contemplating this. Back when I was in corporate, executive coaching was reserved for, well, executives, or coaching adopted to help navigate difficult situations/behaviours. So what could have been different for me? I would have spent more time self-reflecting which is the most critical muscle a leader can have. And perhaps I would have sharpened my awareness of my behaviour and actions, as well as that of others, to add more insight to my thinking? I would have been challenged to expand my perspective, to see it from another’s. Perhaps I would have been more empathetic and sharpened my people skills resulting in better relationships at work? I would have actioned monthly changes to my leadership style, and perhaps those small steps would have amounted to significant and positive change over the long haul? I would have bounced my thoughts and ideas around with someone else, and perhaps that could have led to more effective workplace decisions? I would have had someone help me navigate and manage my stress, and perhaps that could have improved my health and wellbeing? I would have found someone I could trust my deepest inner thoughts to, who would have seen what I couldn’t, and maybe their reflections could have resulted in bringing light to the beliefs that were holding me back? I would have had regular opportunity to release myself from the everyday doing, and perhaps this would have reignited my creativity and resulted in ideas with better execution? I would have checked that feeling in my gut, rather than sit with the circulating thoughts of doubt, questioning myself to the point of spiralling and feeling like all hope was lost, and maybe I would have found the courage to use my voice? I would have improved my memory of events, made more effective choices, become intimate with my values and beliefs and perhaps this would have built confidence and trust in me? I would have grown, taken more risks, used my voice more, and felt better about my achievements, and therefore happier and maybe this happiness would have spilled into my family and personal life. Melina Lipkiewicz is a certified IECL Executive coach and ICF member. To find out more about our coaching programs, visit our page here, or contact us for a confidential discussion. 0498 800 008.

As leaders, help our teams craft proactive strategies based on their strengths and needs. leadership #coaching #leaders #mindset #empathy #culture #leadershipdevelopment #connectionmatters #teambuilding

For us, this means acknowledging the role of your Talent Team and Hiring Managers as first responders You heard it here at PeopleQ first, talent teams as First Responders of Workplace Culture!   So ask potential new employees what team harmony means to them and how they demonstrate appreciation for individual contribution whilst supporting the team to achieve greater outcomes as a collective.  What stories and experiences can they share, and if their team experiences have not been great because

It's vital for high-performing teams. Now this drives team success, a buzzing positive workplace culture, and one where people thrive! Empowering Mobile Teams. To do this well, create a culture of trust and autonomy, so team members take ownership. Elevate your leadership to cultivate thriving, connected, and successful teams.

workplaces (LPWs) versus high performing workplaces (HPWs), discovered that HPWS are more likely to have higher productivity, are better at achieving their financial targets, have higher profit margins and are more Whilst high performing teams are good for business, thriving workplaces are good for business, good for workplace, trust, meaning, and belonging are the top 4 indicators of a thriving workplace, followed by teamwork There’s decades of research on high performing teams, thriving includes all this + the idea of feeling

A leader's guide to elevating psychological safety in teams. There’s a lot of noise surrounding psychological safety in teams, particularly high performing teams. Psychological safety is a team construct and shared belief. Belonging opens up space for teams to feel safe failing and learning together. As personal risk minimises, we share more of our thinking with the team, contributing to the team, and